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Additional resources for Effective Police Supervision
Use problem-solving projects in criteria used for evaluating the performance of patrol officers. 14. Work with citizens to assess the results of their efforts. 15. Work with officers and community members to develop, implement, and manage problem-solving systems. 16. Work with officers and community residents to create a system for the allocation and use of resources. motivational level. Having accomplished this, the supervisor can delegate responsibility and authority accordingly. If the supervisor is to accomplish his or her job, higher management must give that individual a great deal of authority and autonomy.
Reformists have been adamant in their ardor for community policing and essentially absolutist in catapulting the new doctrine into the forefront. This was done without any consideration of skepticism in its epistemological Community Oriented Policing and Problem Solving assumptions. In some agencies the entire patrol division had adopted community policing, whereas in others a specialized unit has come into existence. It should be noted that the typical agency response has been to create a new unit to address community problems.
Decision making is an operational part of the empowerment process. 3. Maximization of officer discretion. 4. Officers are allowed to function independently. 5. Placing of authority and power to the lowest level. 6. Risk taking is an acceptable component of the process. 7. Trust governs the relationship between officers and the supervisor. The exercise of judgment by the first-line supervisor calls for the development of superior skills when working to identify community resources that can be used to deal with a problem or assisting an officer to develop a solution for a problem.